AI 1415 Q4 report_Innovation

INNOVATION

Innovation sub-team PROJECT/SUBTEAM BOTTOMLINE

PEOPLE INVOLVED

Programs evolution in 6-24 months, long-term organizational development AIESEC International Q4 2014 Report

Emre Ergin. AI VP GIP Product Innovation.

Projects: OP for companies, GIP innovation for dierent segments, GIS core team Omar Younes. AI VP GCDP Product Innovation.

Projects: GCDP Global Project, GSL, GIS core team Dasha Aksenova. AI VP Innovation.

Projects: LDM, 2020, Bottom Up GIP Innovation

efforts GENERAL COMMENT Generally, weekly priorities are achieved for: 80% Dasha 75% Emre 75% Younes Challenges in measuring and setting weekly priorities in a right way (workload-wise) due to the nature of the activities, not in overall plan. Unexpected workload (GIS, GIP Bottom-Up)

INDIVIDUAL EFFORTS Dasha. LDM (40%), Team Leader Responsibilities(20%), Bottom-Up Innovation (15%), Mid-Term Ambition (25%) Emre. GIS Core Team (10%), Company OP (80%), GIP for Other Segments(10%) Younes. GIS Core Team (50%), Social Impact Evolution (30%), LEAD Conference (10%), OGX Delivery Model (5%), Mobile Application (3%), GSL Reporting (2%)

AIESEC International Q4 2014 Report

GCDP evolution

Social Impact Evolution PROJECT BOTTOMLINE Global and Regional Partnerships

Having a bigger and more tangible contribution towards community development, by being more Focused in our direct impact on society and more

Collaborative, creating a more powerful direct impact that can be showcased, stronger alliances and less HR invested in IGCDP project management

NPS

EP Experience

Understanding what we do

Funding

AIESEC International Q4 2014 Report

Brand and Promo9on

Social Impact Evolution SEMESTER MILESTONES CHECK

External Research (achieved)

Inputs collected; • 12 Foundations/Organisations • 4 MNCs • 2 Alumni

AIESEC International Q4 2014 Report

Internal Research (achieved)

• Programs indepth analysis • Definition of program bottlenecks addressed • Definition of program issues

Issues Structure Redefinition (achieved)

Projects integration and measurement (achieved 70%)

• Youth Speak inputs reviewed.

Other sources such as Myworld survey and UN SDGs also considered • Steering Team inputs gathered

• Measurement requirement and format defined.

• TN form and reporting flow change to integrate all TNs. – Not finalized

OGX Delivery Model PROJECT BOTTOMLINE Evolving customer flow to allow for a more efficient process, reducing the number of man hours required from LC members to deliver the process and allowing the EP to go through it faster.

Comments • Lean methodology applied to the customer flow to remove waste activities in process. ü Process Modification ü Process Change ü Automation & Technology implementation • Boundaries to process ü Key value proposition ü Legalities ü Process control

AIESEC International Q4 2014 Report

Q4 MILESTONES CHECK Detailed Research (achieved 70%)

Conceptualization (<60%)

• Mapping out of activities through customer flow with man hours invested • Analysis of customer behaviors across different stages of the process

• Definition of main bottleneck to be tackled • Idea generation for solutions • Prioritization of ideas and development of concept